Using our kanban board for continuous improvement

Why do you use a kanban board? Why do you use a scrum dashboard? Really? Think about that. And then think again?

Do you track your workload? Do you calculate if you’re going to complete the sprint objectives? Do you use it to divide the work or fetch your tasks?

And why do you manage projects? Is to have something to do? To be able to track progress? Or divide work or just to feel that you’re in control of what is happening?

What ever is your reason if it’s one of the above, I state that this will not help you in the long run. Because this objectives will not improve your work.

This summer I read The Goal and learnt about The Theory Of Constraints. As always, I recommend you reading the complete book, but here is your five minute version.

All processes have constraints. You cannot remove all the constraints in the process, because if one step stops being a constraint, a new step becomes the new constraint.

A process with step 2 as the constraint

If step 2 becomes more effective, the risk is that the constraint is moved to the next step. So, you cannot just map your process, “remove the constraints” and be happy about your highly effective process. You need to work this continuously.

So, the objective is to constantly improve your process so that the effect of the current constraint is minimized and so that new constraints are identified. But how is that done.

Well, first you identify your current process. All the steps are mapped and then you see where there is some queuing going on. And here comes your Kanban board. Or your scrum board. Or what ever tool you’re using.

Here you follow the value stream of the process and by having a visual tool, you can identify your current constraint.

For example, let’s say that you’re going waterfall. What happens (probably) is that a queue forms at the testing steps. When people finally get to test stuff, a queue of bugs will start to form. And it can form quickly. The step to take then is to try to even the identifying of bugs. Hence you get continuous testing during the process. But then something else starts queuing. And you then use the board to identify that and to improve those steps.

A mistake, according to The Goal, is that we spend too much time optimizing the steps that are not a constraint. But by doing so you just add to the queue. So, if you have a problem with testing not being done, making the software coding faster is not increasing the productivity of the whole process.

I’m really excited to be working with this in TUI Nordic. We’re an organization who is working with lean values and empathic leadership, so this will fit nicely into the culture of the organization. Will it be easy? Hell, no. But a real challenge, yes.